Business Analysis e BABOK® Guide - PMI-NIC

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Business Analysis e BABOK® Guide

Autore: Prassede ColomboIIBA® Italy Chapter President

Milano, 10 Dicembre 2010

PMI-NIC© - Tutti i diritti riservati 10/12/2010 2

Indice

• IIBA® & IIBA® Italy Chapter– Vision e Mission– CBAP® Certification

• Business Analysis

• Business Analyst

• BABOK® Guide– Le Aree di Conoscenza

• Alcune riflessioni: Business Analyst e Project Manager– Confronto– Alcuni casi aziendali


The IIBA® is the independent non-profit professional association serving the growing field of Business Analysis.

Whatever your role – requirements management, systems analysis, business analysis, or consulting - IIBA® can help

you do your job better.http://www.theiiba.org

The IIBA®

© International Institute of Business Analysis™


Create and develop awareness & recognition of the value & contribution of the role of the Business Analysis Professional

• Define the Business Analysis Body of Knowledge™(BABOK)• Publicly recognize qualified practitioners through an internationally

acknowledged certification program• Provide a forum for knowledge sharing

Develop and maintain standards for the practice of business analysis and for the certification of its practitioners

IIBA®

VisionThe world's leading association for Business Analysis professionals

IIBA ®Mission

The IIBA®

Vision, Mission and Strategic Goals



The IIBA®

Professional Development

• The mission of IIBA® is to develop and promote the business analysis profession

• IIBA offers a variety of opportunities for further education, networking and the exchange of ideas:– Business Analysis Body of Knowledge® (BABOK®)– Courses through Endorsed Education Providers – Communities – Professional Development Webinars – Business Analysis Competency Model – IIBA Bookstore– Carrer Centre



• IIBA® decided that Business Analysis Professionals needed a certification program to ensure their skills would be recognized, valued, and understood

• Qualified practitioners will receive the designation - Certified Business Analysis ProfessionalTM (CBAP ®)

• This certification is designed for individuals with an advanced level of knowledge and experience: senior BA, recognized as an expert in identifying the business needs of an organization in order to determine business solutions

• For business analysts with less experience and for students with education but limited professional experience there is Certification of Competency in Business AnalysisTM (CCBATM)– 3750 hours of work experience, 900 hours experiences in 2 of 6

Knowledge, 21 hours Professional Development, High school education, 2 references

CBAP® Certification



…plus successfully passing the CBAP™ exam

Work Experience

Five (5) years (7,500 hours) business analysis work experience in the last ten (10) years, specifically related to the knowledge areas defined in the BABOK™

Knowledge Areas

Education

Professional Development

References

Demonstrated (minimum 900 hrs) experience and expertise in at least four of the six BABOK™ Knowledge Areas

High school or equivalent education

21 hours of professional development on business analysis or the underlying fundamentals in the past four years

Two references (manager, client, or CBAP™)

CBAP®

Certification Requirements



• Creare e sviluppare la consapevolezza e il riconoscimento del valoredel ruolo dei Business Analysis Professional nei diversi settori delleaziende italiane.

• Promuovere e supportare lo sviluppo di best practice in Italia. • Creare e sviluppare una Comunità di Business Analysis Professionals

per promuovere opportunità di networking.• Supportare i Business Analysis Practitioner italiani nel Processo della

Certificazione CBAP®

Promuovere e sviluppare la professionalitànella business analysis, adattando alleprofessioni e al contesto italiano, gli standard e le best practice dell’ IIBA®

IIBA® Italy ChapterVision

Essere l’associazione professionale italiana diriferimento per la Business Analysis, con rappresentanti locali in tutta Italia.

IIBA® Italy ChapterMission

IIBA® Italy ChapterVision, Mission and Strategic Goals



• Costituzione del Chapter nel 2008, partendo da un gruppo di amici chehanno compreso l’importanza dellaProfessione di Business Analyst

• Organizzazione ed erogazione disupporto per la preparazione allaCertificazione CBAP® (Gruppo di studio)

• Traduzione in italiano del materiale per ilGruppo di studio e riconoscimento daparte di IIBA (VP Education & Training di IIBA Italy Chapter è moderatore nel“CBAP Study Group” dell’ IIBA®)

• Condivisione e diffusione dellaBusiness Analysis Profession, partecipando ad importanti eventi

• Crescita dei membri dell’ItalyChapter

• Eventi dell’ IIBA® Italy Chapter con aziende e relatori esperti

• Sviluppare le opportunità diNetworking per i Business analyst con eventi sociali

Successes

Challenges

IIBA® Italy ChapterOur Progress


• Business Analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals.

• The Value of Business Analysis• It is about understanding how an organization

works and how it accomplishes those objectives.

• It is about meeting business needs.• It is about ensuring investment in the right

solutions.


Business AnalysisDefinition & Value


•Solution Scope– The set of capabilities required to meet a business need

•Project Scope– The work required to implement the solution scope

•Business analysis is required to define solution scope.

1111


Business AnalysisDefinition & Value


• The Business analyst understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals

• A Business Analyst works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systems.

Business AnalystDefinition



BABOK®

Business Analysis Body Of Knowledge• The Business Analysis Body of

Knowledge® (BABOK® Guide) is the collectionof knowledge within the profession of Business Analysis and reflects current generallyaccepted practices

• The BABOK® Guide is a reference for professionalknowledge for Business Analysis and provides the basis for the Certified Business AnalysisProfessional™ (CBAP®) Certification

• Scopo primario del BABOK® Guide è quello di definire la professione della Business Analysis

• Fornisce linee guida e pratiche riconosciute a livello mondiale per la disciplina della Business Analysis

• Descrive le Knowledge Area (aree di conoscenze) della business analysis, le attività e i compiti (task) relativi, le competenze di base che deve avere il business analyst



The set of tasks, knowledge, & techniques required to identify business needs & determine solutions to

business problems.

BABOK® Guide La struttura: Knowledge Area

• Identifies currently accepted practices

• Defined & enhanced by the professionals who apply it

• Applies to both projects and enterprise

• Captures the sum of the knowledge required for the practice of business analysis as a profession

• 6 Knowledge areas define what a practitioner of business needs to understand and the tasks a practitioner must be able to perform



BABOK® Guide La struttura – Tasks

• Each knowledge area describes the tasks performed by business analyst to accomplish the purpose of that knowledge area. Each task is presented in the following format:– Purpose – short description of the reason for a BA to perform the task

and the value created through performing the task– Description – explains in greater detail why the task is performed, what

the task is and the results the task should accomplish– Input – information and preconditions necessary for a task to begin– Elements – the format is specific of the task and describes key

concepts that are needed to understand how to perform the task– Techniques – contains a list of relevant techniques for the task– Stakeholders – includes a list of generic stakeholders who are likely to

participate in the execution of the task or who will be affected by it– Output – is a necessary result of the work described in the task



BABOK® - Knowledge AreaBusiness Analysis Planning and Monitoring

• This KA covers how BAs determine which activities are necessary in order to complete a business analysis effort

Identifies tasks & stakeholdersIdentifies tasks & stakeholders What do I need to do?What do I need to do?© International Institute of Business Analysis™


BABOK® - Knowledge Area Elicitation

• This KA describes how BAs work with stakeholders to identify andunderstand their needs and concerns, and understand the environment in which they work. The purpose is to ensure that a stakeholder’s actual underlying needs are understood.

Elicit req’s from stakeholder groups

Elicit req’s from stakeholder groups

What do Stakeholdersneed?

What do Stakeholdersneed?



BABOK® Guide Knowledge AreaEnterprise Analysis

• This KA describes how BAs identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented by the business. Describes problem definition and analysis, business case development, feasibility studies, and the definition of solution scope.

Understand the Big PictureUnderstand the Big Picture Why are we doing this?Why are we doing this?© International Institute of Business Analysis™


BABOK® - Knowledge Area Requirements Analysis

• This KA describes how BAs prioritize and progressively elaboratestakeholder and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring organization and stakeholders. It transforms the business need into clearly described capabilities.

Analyze the dataAnalyze the data What must the solution do?What must the solution do?© International Institute of Business Analysis™


BABOK® - Knowledge Area Solution Assessment and Validation

• Describes how BAs assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to solution. It describes how BAs assess deployed solutions to see how well they met the original need, to evaluate the performance and effectiveness of the solution.

Ensure the best solution is chosen

Ensure the best solution is chosen

Does it do what it was supposed to?

Does it do what it was supposed to?



BABOK® - Knowledge Area Requirements Mgmt and Communication

• Describes how BAs manage conflicts, issues and changes in orderto ensure that stakeholders and the project team remain in agreement on the solution scope, how requirements are communicated to stakeholders, and how knowledge gained by the BAs is maintained for future use.Communicate the outcome; Identify & manage change

Communicate the outcome; Identify & manage change

Does everyone understand &agree?

Does everyone understand &agree?



Techniques• Techniques consolidated in the chapter 9:

– 34 techniques described in 2.0– Includes all commonly used elicitation and analysis techniques– All techniques listed are performed by a majority of BAs today and cover most

situations a BA is likely to encounter• Techniques are classified in the following 16 categories:

– Acceptance and Evaluation Criteria Definition– Brainstorming– Business Rules Analysis– Data Dictionary and Glossary– Data Flow Diagrams– Data Modeling– Decision Analysis– Document Analysis– Interviews– Metrics and Key Performance Indicators– Non – functional Requirements Analysis– Organization Modeling– Problem Tracking– Process Modeling– Requirements Workshops– Scenarios and Use Cases

Purpose - what the techniques is used for and the circumstances under which it is most likely to be appliedDescription - what the technique is and how it is usedElements - the format and structureUsage Consideration - conditions under which the technique may be more or less effective



BABOK®

Underlying Competencies



Perchè avere PM e BA nel progetto?

• Avere un Project Manager (PM) e un Business Analyst (BA) è critico per il successo di un progetto

• Ciascun ruolo fornisce competenze specifiche che possono fare la differenza tra un progetto di successo e non

• PM e BA hanno ruoli distinti su un progetto • Hanno entrambi il comune goal “to meet project

requirements – stakeholder requirements” ma hanno un focus su differenti aspetti per raggiungerlo

• E’ molto difficile ricoprire entrambi i ruoli in modo efficace sullo stesso progetto

• Spesso i ruoli si intersecano ma anche divergono


Ruolo del Project Manager nel progetto

• Il Project Manager è la persona incaricata dalla PerformingOrganization del raggiungimento degli obiettivi di progetto

• È responsabile della gestione del progetto per raggiungere gli obiettivi

• È responsabile della definizione e rispetto dei tempi, budget e ambito complessivo dell’intero progetto

• È responsabile dell’integrazione dei processi di project management all’interno delle procedure definite dall’organizzazione

• È responsabile della pianificazione integrata (Project Management Plan) e del controllo integrato dei cambiamenti (Integrated ChangeControl)

• È responsabile della gestione degli stakeholder, della definizione di aspettative e necessità, bilanciando e negoziando i diversi interessi (finanziari, economici, temporali, obiettivi) del progetto


Ruolo del Business Analyst nel progetto

• È responsabile di colmare il gap tra il Business e il SolutionTeam

• È responsabile di identificare comprendere e documentare i fabbisogni di business

• E’ responsabile di esplicitare e gestire i requisiti• È responsabile di valutare l’impatto di una soluzione

sull’organizzazione• Contribuisce ad introdurre il cambiamento

nell’organizzazione• E’ il custode dei requisiti del prodotto e della soluzione• E’ responsabile del completamento dei requisiti e di

Business Analysis


Confronto tra Skill – Differenze - Focus

Project Manager• Capacità di vedere “big

picture” del progetto (Integrator)

• Capacità di gestire gli Stakeholder

• Dirige il project team• Aiuta le persone (project

team) ad ottenere il completamento dei deliverable

• Assicura che il prodotto sia consegnato in tempo, in budget e in scope

PM BA

Business Analyst• Orientato al dettaglio

(Detailed-Oriented) • Comprende i bisogni degli

Stakeholder (needs)• Ascolta le persone (Esperti)

(Listens to people (SMEs))• Aiuta gli esperti (SMEs) a

descrivere come e perchèrealizzano le attività

• Assicura che il prodotto sia correttamente costruito in accordo ai requisiti


Confronto tra Skill – Differenze - Focus

Project Manager• Rimuove barriere per la

soluzione di issue• Gestisce project change

control • Gestisce la WBS

• Skill gestionali

Business Analyst• Identifica business issue

• Gestisce change request di requirement

• Effettua le attività relative ai requisiti nella WBS

• Skill di analisi

PM BA


Come PM e BA lavorano insieme?

• Fondamentalmente, il PM gestisce risorse, costi, tempi, rischi, comunicazione, ambito in modo integrato, il BA gestisce gli stakeholder di business per i requirement.

• Il PM deve garantire l’integrazione di tutti gli elementi che si devono bilanciare per garantire la rotta del progetto, la gestione deicambiamenti, l’allineamento degli stakeholder

• Il BA riporta al PM su un progetto• Questi due ruoli hanno significative sovrapposizioni di responsabilità

in alcune aree • Buoni PM e BA lavorano insieme per coprire le debolezze



• Aree di sovrapposizione– Project scope definition

• Project statement of purpose• Project objectives• Project business risks

– Client relationship– Communication with SMEs and technical team– Review of requirements, designs and plans

• All’inizio del progetto PM e BA dovrebbero decidere le componenti del requirement package che sono appropriate per lo specifico progetto



Aree di chiara distinzione di responsabilità– Business Analyst

• Raccogliere, documentare e revisionare business requirement con SME

• Tradurre i business requirement in specifiche funzionali per essere sviluppate dal technical team

• Verificare la soluzione, formare SME sulla soluzione, su nuovo sistema e documentare le nuove procedure

– Project Manager• Pianificare e organizzare i progetti determinando scope,

deliverable, milestone, schedule, risorse• Gestire scope, rischi, issue, comunicazione, risorse, qualità,

forniture, costi di progetto• Interagire, collaborare, e negoziare con tutti i project

stakeholder e business partner/clienti


Esempi di Cooperazione (“Dynamic Duos”)

• Strong PM, Weak BA– Result = Requirements are rushed, some

may be missed, rework needed late in the process, schedule and budget suffers

• Weak PM, Strong BA– Result = Too much time developing

requirements, project falls behind schedule, “scope creep” often occurs

• Weak PM, Weak BA– Result = Project failure!

• Strong PM, Strong BA– Result = Success, great balance between

thorough requirements-gathering and moving forward


Cosa succede quando una persona fa entrambe le attività ?

Perché questo succede…• Comune in piccoli progetti • Comune quando l’organizzazione è sotto dimensionata• Comune dove non è compreso il ruolo del BA o del PM• Comune dove ci si aspetti che la business analysis sia appena un’altra

attività che il PM deve effettuareImpatto• Difficoltà nel gestire i due ruoli contemporaneamente• Differenti skill e comportamenti necessari per eseguire le attività di PM e di

BA• Requirement possono essere persi• Schedule può essere compromesso • Ulteriormente complicato quando ricoperto con altre irrilevanti responsabilità

di progetto • Effetto domino negativo sul budget del progetto e sulla qualità del prodotto


Cosa stanno facendo le aziende?• Le aziende stanno comprendendo l’importanza di “Competenze di Business Analysis” per risolvere

problemi o sfruttare opportunità ed identificare le soluzioni e delle competenze di project management per effettuare progetti ed ottenere i risultati desiderati.

• Business Analysis (Esempi di Applicazioni)– Funzioni di “Governance” – Valutazione bisogni del business, analisi cause profonde,

valutazione e selezione soluzioni, Business Case (Settore Bancario) per avviare progetti– Business Analyst in ICT per comprendere i bisogni e tradurli per Solution Team esterni

all’azienda (Settore Energia) – Business Analysis – Product Manager – interagisce con Project Manager R&D (Settore

Telecomunicazioni)– Business Analysis – Valutazione Business need e Business Case (Settore farmaceutico)– Project Business Manager – Project Manager/ Business needs del cliente/Fornire Business

Solution (Settore ICT & Telecomunicazioni)– Business Analyst – Presidio dei Processi Aziendali (Settore Bancario)– PM Exploration (Business/Customer Needs/Feasibility/Business Case) – PM Implementation –

Realizzare nuovi prodotti (Settore manifatturiero)– Business Analyst – Project Maanger – Ruoli e figure distinte in Società di Consulenza (Health,

Finance, Telecom…)– BA Center of Competence in PMO – PMO Staff con Business Analyst


Contact Information

Prassede Colombo, PMP®

IIBA® Italy Chapter Presidentwww.italy.theiiba.org

prassede.colombo@[email protected]

+39 380 3181546

www.theiiba.org

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